Hospitality is losing Gen Z — and it’s time to wake up!

There’s no polite way to say this: Gen Z is ghosting the hospitality industry. Not because they’re lazy. Not because they’re fragile. However, because the system isn’t working for them, they are aware of this.

Across Europe, cafés, hotels, restaurants, and tourism hubs are struggling to recruit and retain young talent. In Spain, for example, just 10.7% of hospitality and tourism workers are under 25—a stark contrast to the 33.1% in the U.S. and 43% in Australia. The European average sits at 19.6%, and it’s not rising fast enough to fill the gaps.

These aren’t just seasonal shortages or post-COVID blips. This is a generational shift, and it’s forcing us to ask: Why do young people no longer want to work in the hospitality industry? And more urgently, what happens if we don’t fix this?

Hospitality’s crisis isn’t just about labour. It’s about relevance.

By 2035, more than 240,000 senior roles in European hospitality management are expected to disappear, primarily due to retirements and restructuring. Meanwhile, the industry will still need to fill over 1.2 million positions, driven by turnover, tourism growth, and business expansion.

On paper, it looks like a golden opportunity for Gen Z. So why aren’t they taking it?  The real issue isn’t wages or hours (though both matter). The real issue is structure. Gen Z grew up in a digital world that rewards speed, creativity, and autonomy. Hospitality, in contrast, is built on hierarchy, routine, and “waiting your turn.”

This generation isn’t running away from hard work. They’re running away from systems that don’t respect their time, energy, or sense of self.

Gen Z doesn’t want your SOP (Standard Operating Procedure) . They want meaning.

Here’s the disconnect in plain terms

We’ve heard operators dismiss these expectations as unrealistic. But here’s the thing: Gen Z isn’t asking for less work; they’re asking for better work. They want to grow, be mentored, and make a difference. They’re wired for agency, not blind obedience. If you don’t give them purpose, they’ll go find it elsewhere.

Ghost kitchens, flexible gigs, and the lure of freedom

One of Gen Z’s defining traits is their view of work as a means of self-shaping, not just a means of survival. They’re gravitating toward roles that offer:

• Skill stacking, not static job titles
• Autonomy over scheduling
• Digital fluency (managing bookings on an app > managing bookings on a clipboard)
• Personal branding opportunities (even in hospitality, identity matters)

Even those who enter hospitality often leave quickly. Why? Because they get stuck on the floor with no path forward. They’re treated as replaceable, not coachable. Meanwhile, alternatives like remote work, gig platforms, creator careers, or ethical startups offer the same paycheck, with more flexibility and narrative control. The risk for hospitality? It’s not just losing workers. It’s becoming culturally irrelevant.

The uncomfortable truth: hospitality hasn’t evolved

Hospitality is deeply human. It’s about care, connection, and experience. Gen Z is drawn to those values. However, when actual jobs feel robotic, punishing, or outdated, they tend to lose their appeal, both mentally and physically.

And can you blame them? Why wear a uniform that erases your identity?  Why stick to outdated hierarchies when you can innovate elsewhere, or why wait for recognition in five years when other industries offer it tomorrow? Gen Z is not disloyal; they’re just allergic to stagnation.

How can we do it differently?

To make hospitality Gen Z-ready, the industry needs a mindset shift, not a marketing campaign. This isn’t about ping pong tables or branded hoodies. It’s about rethinking how hospitality views talent, leadership, and growth. Hospitality doesn’t need a Gen Z-friendly rebrand. It requires a Gen Z-compatible structure.

By now, you might be thinking:  “Sure, that sounds great, if you’re a trendy startup hotel in Copenhagen or a five-star brand with innovation budgets.” Here’s the truth: every hotel has the power to make a difference.

From my experience working with a range of hospitality brands, I’ve learned that real change doesn’t start with corporate-wide initiatives. It begins with one GM, one team, one shift in mindset. So let’s put the excuses aside. We can always say: “I don’t have enough resources,” or “Head office won’t allow it,” or “This team isn’t ready for that.”

But here’s the thing: the only place you can lead from is where you are. And in most cases, it only takes a few smart, human-centered shifts to create an environment where Gen Z wants to stay and grow. Here are four of the most effective approaches I’ve seen:

1. Treat the Hotel like a learning lab

Stop locking young staff into rigid roles. Some of the best hotels I’ve worked with offer job rotations every few months:   → Front office → Guest experience → Events → Social media.    Not because it’s trendy, but because it builds skills, ownership, and curiosity.

Takeaway: Can you offer one rotation opportunity per year for junior staff?

2. Build micro-careers

Instead of waiting years for a promotion, some hotels give young employees the chance to lead small, visible projects:

• Redesigning the check-in experience
• Launching a local pop-up event
• Running the hotel’s TikTok or Instagram for a week

The project might be small. But the impact on confidence, motivation, and loyalty is massive.

Takeaway:  What’s one thing a 21-year-old team member could lead this quarter?

3. Train for what actually matters

Yes, SOPs (Standard Operating Procedures) matter. However, to develop leaders, you must go beyond operational basics. The most forward-thinking hotels now train people on:

• How to handle difficult conversations with guests and teammates
• How to solve problems during slow periods
• How to give and receive feedback, like a coach, not a boss

Takeaway: Could you turn one operations meeting per month into a skills workshop?

4. Make them visible

In the best hotel cultures, junior staff are invited to observe (and even contribute to) management meetings. Their ideas may not always be polished, but they’re respected. And that builds trust, ambition, and long-term loyalty.

Takeaway: Is there one meeting where a junior staff member could sit in and share their perspective?